Hello, I’m Matthew.

I lead design teams and build products across a wide range of domains and surfaces. The approach doesn’t change much: understand the real problem, build teams that do great work, and make sure what ships actually matters.

The easy problems were solved a long time ago. Let’s make hard things feel simple.

Sutherland GlobalGiving agents backup on the hardest calls SortlyMaking inventory management feel simple Sutherland LabsTaking the easy questions off agents’ plates HiredMaking hiring work for both sides of the table TripadvisorGetting people to trips they’ll remember UdemyPutting a good teacher within reach of anyone

How I work

  1. Grow people. Hold the bar.

    High expectations are a form of respect. I help people get better at what they do, and I expect the work to be genuinely good.

  2. Lead from the front.

    Leadership doesn’t mean stepping away from the work. I get into the product, design the thing, talk to customers, prototype ideas, and fill whatever gap is keeping the team from moving.

  3. Look at the edges.

    Interesting things happen at the edges. You won’t find them if you only look where you expect to find them. I get close to the people doing the work, learn the business around it, look for the exceptions and workarounds, and let what I find challenge my assumptions.

  4. Have a point of view. Stay curious.

    Strong opinions are useful. Attachment to them isn’t. I take a position and defend it, and I stay curious enough to change course when the evidence—or a better idea—says I should.

  5. See the whole thing.

    Good products aren’t collections of good features. The experience, technology, business, content, operations, and strategy all have to work together. I hold the system to the same standard as any individual piece of it, and good work isn’t sacred if it doesn’t serve the whole.

  6. Give people room. Make the call.

    I give good people ownership and space to use their judgment. I don’t wait for perfect information or consensus. I make the best call I can, learn, and adjust.

  7. Measure what changes.

    I judge work by outcomes, not activity. Did the product get better? Did the customer experience improve? Did the business move? If nothing meaningful changed, shipping isn’t the accomplishment.